Background In the post-COVID-19 context, hybrid work (HW) expanded rapidly, often without systematic organizational design or alignment to task demands, generating conceptual ambiguities and limited guidance for configuring HW as an organizational system. Objective To update the conceptualization of HW and identify elements for designing hybrid work organization (HWO) from a task-based perspective. Methods A systematic literature review was conducted from June to August 2025 following PRISMA guidelines. Peer-reviewed English-language articles (2020–2025) were retrieved from Scopus, and grey literature (2022–2025) was incorporated through complementary searches and snowballing. Research quality was appraised using MMAT and AACODS tools. Of 363 records screened, 110 full texts were assessed, and 25 met inclusion criteria. Results HW emerges as a sociotechnical phenomenon embedded in the digital transformation of work. A multidimensional lens - spatial, temporal, digital/virtual, and social – applied to task categories (individual, collaborative, coordination) identified key designable elements for HWO. Findings indicate that HW extends beyond fixed remote-on-site ratios, emphasizing intentional alternation, task-fit configurations, and dynamic adjustments as work evolves. Conclusions HWO is context-specific and adaptive, shaped by task requirements rather than predefined schedules or locations. No single model prevails; instead, tailored configurations reflect the variability of real work. Advancing HW as a sociotechnical system requires rethinking organizational culture and management logic, shifting from presence and control-oriented paradigms toward flexible, task-driven, and performance-focused approaches. Progress depends on treating organizational design as a participatory process that aligns arrangements with demands.
Bruno et al. (Fri,) studied this question.